Group Behavior

Introduction

Just as our primitive ancestors lived together in small social groups, including families, tribes, and clans, people today still spend a great deal of time in groups. We study together in study groups, we work together on production lines, and we decide the fates of others in courtroom juries. We work in groups because groups can be beneficial. A rock band that is writing a new song or a surgical team in the middle of a complex operation may coordinate their efforts so well that it is clear that the same outcome could never have occurred if the individuals had worked alone. But group performance will only be better than individual performance to the extent that the group members are motivated to meet the group goals, effectively share information, and efficiently coordinate their efforts. Because these things do not always happen, group performance is almost never as good as we would expect, given the number of individuals in the group, and may even, in some cases, be inferior to that which could have been made by one or more members of the group working alone.

In this section we will explore the advantages and disadvantages of working together in groups to perform tasks and make decisions. We will review the factors that can increase group productivity, as well as those factors that may hinder success.

Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.

Groups

Social Facilitation and Social Inhibition

In an early social psychological study, Norman Triplett (1898) found that bicycle racers who were competing with other bicyclers on the same track rode significantly faster than bicyclers who were racing alone, against the clock. This led Triplett to hypothesize that people perform tasks better when there are other people present than they do when they are alone. Subsequent findings validated Triplett’s results, and experiments have shown that the presence of others can increase performance on many types of tasks, including jogging, shooting pool, lifting weights, and solving problems (Bond & Titus, 1983). The tendency to perform tasks better or faster in the presence of others is known as social facilitation.

Retrieved from https://en.wikipedia.org/wiki/Teamwork#/media/File:US_Navy_070425-N-4198C-002_Personnel_Specialist_1st_Class_Omar_Saliba_and_Hospital_Corpsman_1st_Class_Ryan_De_La_Cruz_lead_the_men%27s_Navy_rowing_team.jpg. Licensed under CC0.

However, although people sometimes perform better when they are in groups than they do alone, the situation is not that simple. Perhaps you remember an experience when you performed a task (playing the piano, shooting basketball free throws, giving a public presentation) very well alone but poorly with, or in front of, others. Thus it seems that the conclusion that being with others increases performance cannot be entirely true. The tendency to perform tasks more poorly or more slowly in the presence of others is known as social inhibition.

Robert Zajonc (1965) explained the observed influence of others on task performance using the concept of physiological arousal. According to Zajonc, when we are with others we experience more arousal than we do when we are alone, and this arousal increases the likelihood that we will perform the dominant response, the action that we are most likely to emit in any given situation.

Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.

The most important aspect of Zajonc’s theory was that the experience of arousal and the resulting increase in the occurrence of the dominant response could be used to predict whether the presence of others would produce social facilitation or social inhibition. Zajonc argued that when the task to be performed was relatively easy, or if the individual had learned to perform the task very well (a task such as pedaling a bicycle), the dominant response was likely to be the correct response, and the increase in arousal caused by the presence of others would create social facilitation. On the other hand, when the task was difficult or not well learned (a task such as giving a speech in front of others), the dominant response is likely to be the incorrect one, and thus, because the increase in arousal increases the occurrence of the (incorrect) dominant response, performance is hindered.

A great deal of experimental research has now confirmed these predictions. A meta-analysis by Bond and Titus (1983), which looked at the results of more than 200 studies using more than 20,000 research participants, found that the presence of others significantly increased the rate of performing on simple tasks, and also decreased both rate and quality of performance on complex tasks. Although the arousal model proposed by Zajonc is perhaps the most elegant, other explanations have also been proposed to account for social facilitation and social inhibition. One modification argues that we are particularly influenced by others when we perceive that the others are evaluating us or competing with us (Baron, 1986). In one study supporting this idea, Strube, Miles, and Finch (1981) found that the presence of spectators increased joggers’ speed only when the spectators were facing the joggers, so that the spectators could see the joggers and assess their performance. The presence of others did not influence joggers’ performance when the joggers were facing in the other direction and thus could not see them.

Baron, R. (1986). Distraction/conflict theory: Progress and problems. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 19). New York, NY: Academic Press.
Bond, C. F., & Titus, L. J. (1983). Social facilitation: A meta-analysis of 241 studies. Psychological Bulletin, 94(2), 265–292.
Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.
Strube, M. J., Miles, M. E., & Finch, W. H. (1981). The social facilitation of a simple task: Field tests of alternative explanations. Personality & Social Psychology Bulletin, 7(4), 701–707.
Triplett, N. (1898). The dynamogenic factors in pacemaking and competition. American Journal of Psychology, 9(4), 507–533.
Zajonc, R. B. (1965). Social facilitation. Science, 149, 269–274.

Working Together in Groups

The ability of a group to perform well is determined by the characteristics of the group members (e.g., are they knowledgeable and skilled?) as well as by the group process—that is, the events that occur while the group is working on the task. When the outcome of group performance is better than we would expect given the individuals who form the group, we call the outcome a group process gain, and when the group outcome is worse than we would have expected given the individuals who form the group, we call the outcome a group process loss.

One group process loss that may occur in groups is that the group members may engage in social loafing, a group process loss that occurs when people do not work as hard in a group as they do when they are working alone. In one of the earliest social psychology experiments, Ringelmann (1913; reported in Kravitz & Martin, 1986) had individual men, as well as groups of various numbers of men, pull as hard as they could on ropes while he measured the maximum amount that they were able to pull. Although larger groups pulled harder than any one individual, Ringelmann also found a substantial process loss. In fact, the loss was so large that groups of three men pulled at only 85% of their expected capability, whereas groups of eight pulled at only 37% of their expected capability. This type of process loss, in which group productivity decreases as the size of the group increases, has been found to occur on a wide variety of tasks.

Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.

Group process losses can also occur when group members conform to each other rather than expressing their own divergent ideas. Groupthink is a phenomenon that occurs when a group made up of members who may be very competent and thus quite capable of making excellent decisions nevertheless ends up, as a result of a flawed group process and strong conformity pressures, making a poor decision (Baron, 2005; Janis, 2007). Groupthink is more likely to occur in groups whose members feel a strong group identity, when there is a strong and directive leader, and when the group needs to make an important decision quickly. The problem is that groups suffering from groupthink become unwilling to seek out or discuss discrepant or unsettling information about the topic at hand, and the group members do not express contradictory opinions. Because the group members are afraid to express opinions that contradict those of the leader, or to bring in outsiders who have other information, the group is prevented from making a fully informed decision.

Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.

It has been suggested that groupthink was involved in a number of well-known and important, but very poor, decisions made by government and business groups, including the decision to invade Iraq made by President Bush and his advisors in 2002, the crashes of two Space Shuttle missions in 1986 and 2003, and the decision of President John Kennedy and his advisors to commit U.S. forces to help invade Cuba and overthrow Fidel Castro in 1962. Analyses of the decision-making processes in these cases have documented the role of conformity pressures. As a result of the high levels of conformity in these groups, the group begins to see itself as extremely valuable and important, highly capable of making high-quality decisions, and invulnerable. The group members begin to feel that they are superior and do not need to seek outside information. Such a situation is conducive to terrible decision-making and resulting fiascoes.

Group Polarization

Another phenomenon that occurs within group settings is group polarization. Group polarization (Teger & Pruitt, 1967) is the strengthening of an original group attitude after the discussion of views within a group. That is, if a group initially favors a viewpoint, after discussion the group consensus is likely a stronger endorsement of the viewpoint. Conversely, if the group was initially opposed to a viewpoint, group discussion would likely lead to stronger opposition. Group polarization explains many actions taken by groups that would not be undertaken by individuals. Group polarization can be observed at political conventions, when platforms of the party are supported by individuals who, when not in a group, would decline to support them. A more everyday example is a group’s discussion of how attractive someone is. Does your opinion change if you find someone attractive, but your friends do not agree? If your friends vociferously agree, might you then find this person even more attractive? (OpenStax, 2014)

OpenStax, Conformity, Compliance, and Obedience. OpenStax CNX. Dec 22, 2014 http://cnx.org/contents/f80efb42-fea3-4b06-94cf-a8bdd8f37f20@6. Retrieved from https://cnx.org/contents/Sr8Ev5Og@5.52:-A77Qv6j@6/Conformity-Compliance-and-Obed. Licensed under CC BY-4.0.

Using Groups Effectively

Taken together, working in groups has both positive and negative outcomes. On the positive side, it makes sense to use groups to make decisions because people can create outcomes working together that any one individual could not hope to accomplish alone. In addition, once a group makes a decision, the group will normally find it easier to get other people to implement it, because many people feel that decisions made by groups are fairer than are those made by individuals.

Yet groups frequently succumb to process losses, leading them to be less effective than they should be. Furthermore, group members often don’t realize that the process losses are occurring around them. For instance, people who participate in brainstorming groups report that they have been more productive than those who work alone, even if the group has actually not done that well (Nijstad, Stroebe, Lodewijkx, 2006; Stroebe, Diehl, & Abakoumkin, 1992). The tendency for group members to overvalue the productivity of the groups they work in is known as the illusion of group productivity, and it seems to occur for several reasons. For one, the productivity of the group as a whole is highly accessible, and this productivity generally seems quite good, at least in comparison to the contributions of single individuals. The group members hear many ideas expressed by themselves and the other group members, and this gives the impression that the group is doing very well, even if objectively it is not. And, on the affective side, group members receive a lot of positive social identity from their group memberships. These positive feelings naturally lead them to believe that the group is strong and performing well. What we need to do, then, is to recognize both the strengths and limitations of group performance and use whatever techniques we can to increase process gains and reduce process losses.

Table Sources: Szymanski, K., & Harkins, S. G. (1987). Social loafing and self-evaluation with a social standard. Journal of Personality & Social Psychology, 53(5), 891–897; Geurts, S. A., Buunk, B. P., & Schaufeli, W. B. (1994). Social comparisons and absenteeism: A structural modeling approach. Journal of Applied Social Psychology, 24(21), 1871–1890; Locke, E. A., & Latham, G. P. (2006). New directions in goal-setting theory. Current Directions in Psychological Science, 15(5), 265–268.

Baron, R. S. (2005). So right it’s wrong: Groupthink and the ubiquitous nature of polarized group decision making. In M. P. Zanna (Ed.), Advances in experimental social psychology (Vol. 37, pp. 219–253). San Diego, CA: Elsevier Academic Press; Janis, I. L. (2007). Groupthink. In R. P. Vecchio (Ed.), Leadership: Understanding the dynamics of power and influence in organizations (2nd ed., pp. 157–169). Notre Dame, IN: University of Notre Dame Press.
Davis, J. H., Stasson, M. F., Ono, K., & Zimmerman, S. (1988). Effects of straw polls on group decision making: Sequential voting pattern, timing, and local majorities. Journal of Personality & Social Psychology, 55(6), 918–926.
Kravitz, D. A., & Martin, B. (1986). Ringelmann rediscovered: The original article. Journal of Personality and Social Psychology, 50, 936–941.
Nijstad, B. A., Stroebe, W., & Lodewijkx, H. F. M. (2006). The illusion of group productivity: A reduction of failures explanation. European Journal of Social Psychology, 36(1), 31–48; Stroebe, W., Diehl, M., & Abakoumkin, G. (1992). The illusion of group effectivity. Personality & Social Psychology Bulletin, 18(5), 643–650.
Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.
Stasser, G., Kerr, N. L., & Bray, R. M. (1982). The social psychology of jury deliberations: Structure, process and product. In N. L. Kerr & R. M. Bray (Eds.), The psychology of the courtroom (pp. 221–256). New York, NY: Academic Press.

Groups

Summary

Group situations can improve human behavior through facilitating performance on easy tasks, but inhibiting performance on difficult tasks. The presence of others can also lead to social loafing when individual efforts cannot be evaluated. The tendency to perform tasks better or faster in the presence of others is known as social facilitation, whereas the tendency to perform tasks more poorly or more slowly in the presence of others is known as social inhibition. Zajonc explained the influence of others on task performance using the concept of physiological arousal.

Working in groups involves both costs and benefits. When the outcome of group performance is better than we would expect given the individuals who form the group, we call the outcome a group process gain, and when the group outcome is worse that we would have expected given the individuals who form the group, we call the outcome a group process loss. It is important to recognize both the strengths and limitations of group performance and use whatever techniques we can to increase process gains and reduce process losses. Process losses are observed in phenomena such as social loafing, groupthink. Process losses can be reduced by better motivation and coordination among the group members, by keeping contributions identifiable, and by providing difficult but attainable goals.

Stangor, C. (2017). Introduction to psychology. Boston, MA: Flatworld.